Learning with Purpose

Team Building Mixer

Drawing on Diversity to Unleash Innovation

Ralph E. Jordan Visiting Instructor Manning School of Business UMass Lowell Ralph_Jordan@uml.edu 24 October 2012

A Conversation

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GENDER

AGE

RACE

Physical

Ability

Religion

Nationality

Sexual

Orientation

Thinking

Style

Geography

Education

Functional

Experience

Socio-

Economic

Class

Birth

Order

Family

Size

Military

Experience

Hobbies

What we may see

What we may

not see

“ Human Diversity”

“Diversity” is a term that refers to the differences and similarities in culture, background, and experiences that all people bring to their workplace, including, for example, age, race, ethnicity, gender, education, culture, religion, cognitive and physical abilities, family status, socioeconomic background, sexual orientation and job responsibilities.

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Cognitive Diversity by Scott Page(1)

Diverse Perspectives Ways of Representing Situations and Problems

Diversity Interpretations Ways of Categorizing or Partitioning Perspectives. A Structured Rendering of Events

Diverse Heuristics Ways of Generating Solutions to Problems

Diverse Predictive Models

Ways of inferring Cause and Effect

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Samskara

• “Samskara “ are Imprints left on the subconscious mind by experience ( from this or previous lives), which then color all of life – form our own unique worldview. The smallest building blocks of consciousness.

• “Samskara “ is really your “you-ness”!

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What is a Team?

• A team is:

– A collection of individuals

– Committed to a common goal(s)

– Accepted operational framework

• When properly designed:

– Shared Vision (achievable mission)

– Access to sufficient resources

– Clear roles and responsibilities

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RECIPE FOR SUCCESS

• Clarity on team goals • Continuous improvement work plan • Clearly defined roles • Clear communications • Beneficial team behaviors • Well-defined decision procedures • Balanced participation • Established ground rules • Awareness of team processes • Use of scientific approach

Problem/Opportunity Statements

• Is it really a problem?

• Is it really important?

• Are we focused on the full problem, or only a symptom?

• If so, then:

• Develop clear statement, including what, when, where, how much, how often…

The Team Handbook Third Edition © 2003 Oriel Incorporated. All Rights Reserved.

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Ground Rule Topics

– Attendance – Promptness – Disagreements when handling conflict – Participation – Interruptions – Basic conversational courtesies – Confidentiality – Assignments – Breaks – Rotation of responsibilities – Meeting place and time

3-46 To 3-47

Seven Hands Exercise Set-up

• Washable Ink Markers

• Three Sheets of Paper for Each Team

• Each Person Marks Back of Hand with a Number (1-7) or (1-6) or (1-5)

• Stack Hands on One Sheet with Highest Number on Bottom

Learning with Purpose

Seven Hands Exercise Rules

• Each Team is to restack Their Hands in the Exact Same Order (Highest Number on the Bottom) Using Only These Moves:

– Move Only One Hand at a Time

– Move a Hand onto Another Hand (or Stack of Hands) or Onto an Empty Paper

– Move Only the Top Hand on the Stack

– Never Move a Hand on Top of a Lower Numbered Hand

Learning with Purpose

Seven Hands Exercise Examples

• “3” Can Never be Placed on Top of “1” or “2”

• “3” Can be Placed on Top of “4” or “5” or “6” or “7” or an Empty Paper

• “5” Cannot be Placed on Top of “1” or “2” or “3” or “4”

• “5” Cannot be Pulled Out From Under any Number of Hands; It Can Only be Moved When it is on Top

Learning with Purpose

Discussion

1 Absence of Trust

Lack of Commitment

Fear of Conflict

Avoidance of Accountability

3

2

4

Inattention to Results 5

Five Dysfunctions of a Team

1 Absence of Trust

Lack of Commitment

Fear of Conflict

Avoidance of Accountability

3

2

4

Inattention to Results 5

Five Dysfunctions of a Team

Key Points to Building Trust

• Trust is the foundation of teamwork.

• On a team, trust is all about vulnerability, which is difficult for most people.

• Building trust takes time, but the process can be greatly accelerated.

• Like a good marriage, trust on a team is never complete; it must be maintained over time.

3/6/2013 ©2009 The Productivity Factor, Inc. All

Rights Reserved. 17

• Confidence among team members that their peers intentions are good and that there is no reason to be protective or careful around the group

• Team members feel comfortable being

vulnerable with one another

Trust

Members of trusting teams…

Admit weaknesses and mistakes

Ask for help

Accept questions and input about their areas of responsibility

Give one another the benefit of the doubt before arriving at a negative conclusion

Take risks in offering feedback and assistance

Appreciate and tap into one another’s skills and experiences

Focus time and energy on important issues, not politics

Offer and accept apologies without hesitation

Trust

“The most important challenge of building a team where people hold one another accountable is overcoming the understandable hesitance of

human beings to give one another critical feedback. Sometimes the tightest teams are the

most reluctant to do this, even when the feedback is clearly constructive, because they

don’t want to risk the positive emotional environment that exists, which they probably

value greatly.” Patrick Lencioni

Accountability

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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Roles of a Leader in the Team-Based Organization

• Building trust and inspiring teamwork

• Facilitating and supporting team’s decisions

• Expanding the team’s capabilities

• Inspiring the team toward higher levels of performance

• Enabling and empowering group members to accomplish their work

Visit Us

Current Location

M2D2 Center

600 Suffolk Street

Wannalancit Mills, 2nd Floor

Lowell, MA 01854

New Location April 2013

Center for Innovation and Entrepreneurship

Lydon Library

Learning with Purpose

Website: www.uml.edu/DifferencemakerEmail: DifferenceMaker@uml.eduTwitter: @DIffernce_UML